Q6 Full Business Plan - Heathrow Airport

More documents

Recommendations

Info

3. Our vision and priorities for Q6 3.4 Significant improvements for Q6 3.4.1 Improved punctuality Despite Heathrow operating at 99% capacity for much of the day, passengers still expect their flights to depart and arrive on time. To achieve this, the airport and airline community need to design predictability into the schedule, manage variations in the schedule and then recover quickly if disruption occurs. By the end of Q6, punctuality will improve to over 80% – and we aspire to move towards 90% –, of flights arriving or departing within 15 minutes of their scheduled time, through collaboration with NATS, the CAA and the airline community. Helping the airport to run smoothly on as many days as possible sounds simple but in reality requires significant investment of time and resource across the whole airport community including NATS and the CAA. The outcome for the passenger will be more reliable journey times, taking the stress out of the airport experience, as aircraft queuing time to take off will be reduced, taxiing times shortened and extensive stacking as aircraft wait to land will no longer be the norm as it is today. The outcome for Heathrow’s airlines will be increased efficiencies, better aircraft utilisation and a more sustainable business. 3.4.2 Harmonised direct and transfer security queue standard We believe Heathrow already operates the shortest passenger security queue standard of any major hub in Europe, and that passengers on the whole are very satisfied with the service provided, as shown in Figure 3.4. We will extend our existing service level for direct passengers to transfer passengers, so that 99% of the time passengers will wait less than ten minutes – whether a direct passenger or a transfer passenger. We also propose a harmonised five minute queue standard for both direct and transfer passengers. Figure 3.4: Passenger satisfaction with current security queue standards 100% 80% 60% 40% Satisfaction with security 3% 5% 62% 66% This can be achieved through a range of local and international initiatives using technology and process innovation – such as the introduction of airport collaborative decision-making, and by introducing some of the concepts from the Future Airspace Strategy (FAS) and Single European Sky ATM Research programme (SESAR). 20% 0% 35% 28% Outbound passengers Transfer passengers Excellent Average/Good Poor/Very Poor Punctuality is underpinned by resilience which will continue to be enhanced by a range of processes, people and infrastructure changes, including additional runway rapid exit taxiways to enable landing aircraft to more quickly leave the runway, preparedness and planning for events such as snow, and the use of operational freedoms, tested in conjunction with the DfT (Department for Transport) and CAA in Q5. To further improve our existing baseline level of service for all passengers, we propose moving to an equivalent per passenger measure once the measurement technology becomes available. This proposition will be easier for passengers to understand, and provides a more reliable and consistent service for passengers and their airlines without increasing operational costs. Page 20 Heathrow Q6 Full Business Plan - Public version | Chapter 3 © Heathrow Airport Limited 2013
3. Our vision and priorities for Q6 3.4.3 Terminal 2 T2 will offer a significant improvement for passengers travelling through Heathrow. When T2 opens and associated airline migration is complete, a further 20 million passengers a year will benefit from new facilities at Heathrow. With the opening of T2, we anticipate there will be a further increase in passenger satisfaction at Heathrow, with ratings comparable to, or better than, the leading European hub airports and within the top quartile of our European comparator group. © Heathrow Airport Limited 2013 Heathrow Q6 Full Business Plan - Public version | Chapter 3 Page 21
Page 1 and 2: Q6 Full business plan Public versio
Page 3 and 4: Executive summary Passenger experie
Page 5 and 6: Introduction and context Passengers
Page 7 and 8: 1. Introduction and context Figure
Page 9 and 10: 1. Introduction and context 1.7 Inv
Page 11 and 12: Our transformation to date Since 20
Page 13 and 14: 2. Our transformation to date 2.2 I
Page 15 and 16: © Heathrow Airport Limited 2013 He
Page 17 and 18: Our vision and priorities for Q6 Ou
Page 19: 3. Our vision and priorities for Q6
Page 23 and 24: Our proposition for Q6 In this chap
Page 25 and 26: 4. Our proposition for Q6 Courteous
Page 27 and 28: 4. Our proposition for Q6 An end-to
Page 29 and 30: 4. Our proposition for Q6 Improve c
Page 31 and 32: 4. Our proposition for Q6 Focus on
Page 33 and 34: 4. Our proposition for Q6 Increase
Page 35 and 36: 4. Our proposition for Q6 Support r
Page 37 and 38: © Heathrow Airport Limited 2013 He
Page 39 and 40: Aeronautical charges This chapter o
Page 41 and 42: 5. Aeronautical charges Table 5.1:
Page 43 and 44: 5. Aeronautical charges 5.1.2. Oper
Page 45 and 46: 5. Aeronautical charges Notwithstan
Page 47 and 48: Dependencies and risks This chapter
Page 49 and 50: Box 6.1 Sustainable hub capacity gr
Page 51 and 52: 6. Dependencies and risks 6.4.4. Fa
Page 53 and 54: Conclusion This Full Business Plan
Page 55 and 56: Terminal 1 Departure lounge extensi

Q6 Full Business Plan - Heathrow Airport

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?